Huw Merriman: The Prime Minister has an unenviable set of decisions that he has to make, but will he recognise the frustration that residents in East Sussex feel? We have one of the lowest covid rates of any county across England—admissions for covid in East Sussex Healthcare Trust are currently 20 and one place in a high-dependency unit—so the residents have clearly done the right thing, but they are faced with a national lockdown. Can the Prime Minister demonstrate to me that the damage that will be caused to East Sussex by locking down—to our economy, our liberty, our lives and our livelihoods—would be a lot worse were we to do absolutely nothing?

Bernard Jenkin: If I may just respond to the hon. Member for Paisley and Renfrewshire North (Gavin Newlands), I do not feel that this House is ignoring Scotland; I feel that this House has voted for very large sums of extra money to be devoted to Scotland. But perhaps my Government need to be more mindful of the fact that these things can be so easily misconstrued in the heat of Scottish politics, and it is the responsibility of the Government to make sure that they are not so misconstrued.
This crisis was incredibly unexpected, even though it took months to arrive, and almost every western Government was extraordinarily ill-prepared for it. There have been unprecedented challenges, inevitable mistakes, much experimentation, much learning and much wasted, but much achieved. However, the politics of this country inevitably tends to revert to type, and we have seen a bit more of that in the House of Commons today with what we do best in here, which is to disagree with each other for the sake of disagreement. Somehow we have to try to rise above that in this crisis.
The opposition to these measures on the Government Benches reflects declining public confidence in the Government’s covid response, and it is public confidence that the Government should, above all else, strive to address. So what needs to be done to strengthen public confidence? We heard quite a lot about that in the speech by my right hon. Friend the Member for South West Surrey (Jeremy Hunt). A lot of it is about having a plan, explaining a plan, and giving people hope that there is a plan. The measures announced on Saturday are another reaction that has set the course for the next four weeks, but beyond that, the Government have not published any plan. I have been asking for some time for a plan called “Living with coronavirus”. There may be a single vaccine that gets us out in one go, but that is most unlikely to happen, so we will go on needing to manage the spread of the virus for many months and possibly even years. How are the Government going to do that? The Royal Society certainly does not expect an instant vaccine.
There are basically three choices facing this House. The first is to control the virus with more of these economically ruinous lockdowns. We all agree that that is not going to be acceptable, and we have heard frustration being expressed by some of my colleagues. The second is to expand the NHS to gargantuan proportions so that we can deal with as many people who get infected. We cannot afford to do that and we do not have the capacity to do it. The only solution is to try to manage the virus, perhaps with vaccines but certainly with Test and Trace. We have had six months to get Test and Trace to where it is. Let us celebrate the 500,000 tests a day and the huge organisation that has been established, but we should ask ourselves what needs to be done in order for us to have as effective testing and tracing as people have in Japan and in Korea. They had years practising in the aftermath of SARS—severe acute respiratory syndrome. We have had to achieve this very much more quickly, but that does not mean that we cannot adapt those experiences of very different societies to our own immediate future to make sure that we do a much better job.
We need to carry on improving the data. The fact that Test and Trace is divided among four different directorates in four different locations, and that the data directorate has had three directors general in the past five or six months, does not suggest that there is much continuity or co-ordination across Test and Trace.
We need to deliver a campaign to change behaviour on the street. This cannot be done from a spreadsheet in Whitehall. It cannot be done from remote call centres with unfamiliar telephone numbers. It cannot be done with person-to-person human contact. Go and ask the Japanese how they are doing it. It is very analogue. It is very old-fashioned. There is an app— every country has an app—but an app is a tiny proportion of what people can achieve. People are not going to use an app if they think it just results in them being rung up by some stranger and told what to do. That is not working.
Above all, NHS Test and Trace needs a single command structure and a single plan. However localised the delivery is, and I am very much in favour of using local authorities—the local authority pilots that have been carried out already have proved very much more successful in contacting a much higher proportion of people—every local authority should be so funded. However, we need a central headquarters, preferably run by a military capability that can bring this together and win this together.